Planning and Measuring Performance

Planning and Measuring Performance

A corporation as diverse as Disney needs to use a wide range of tools to measure organizational performance or “the accumulated results of all the organization’s work activities,” (Robbins & Coulter, 2012, p. 493). Disney can benefit from using feedforward controls, concurrent controls, feedback controls, and balanced scorecards. Although examples of these controls can be provided throughout Disney’s vast corporation, a few specific examples are provided in this report. Feedforward controls are essential when Disney looks at introducing new theme park attractions that assume and enormous amount of liability concerns. Safety concerns for new park rides must be identified and addressed before the opening of the ride. Concurrent controls are also used throughout Disney parks when managers move forward the safety and quality controls to real time to evaluate park safety and employee performance daily. Disney utilizes feedback control by eliciting customer satisfaction response to products or services after they have been used. Finally, a balanced scorecard can be used to evaluate four performance areas: financial, customer, internal processes, and people/innovation/growth assets (Robbins & Coulter, 2012, p. 498). The balanced scorecard provides a more whole-concept look at measuring performance relative to previously established standards.

Disney is one of the most successful American corporations in utilizing performance measurement tools. Robbins and Coulter (2012) highlight that Disney’s use of tools and controls resulted in a number one ranking for product quality in Fortune’s Most Admired list, (p. 498). Disney is so recognized for its business leadership, performance controls, and performance measurement that Disney itself is benchmarked by hundreds of other corporations. Jeff Kober even runs a website called Disney at Work that “brings best-in-business ideas from Disney’s workplace to yours,” (“Disney at Work”,...